> My point was that it is more likely for PMs to
I feel compelled to point out to you that this is a completely unsustainable, unsupportable, unsubstantiable claim. You have met ~0% of PMs, and of the ones you've met maybe you've experienced a non-zero percentage of their work, but statistically that's also very unlikely.
If you think you can say what most PMs do or what PMs are likely to do, then, I'm sorry, but you are not even thinking like an engineer. You're thinking, actually, a lot more like a PM to many of us.
> just like good devs
I'm so sorry, my sides just can't handle the starry-eyed nature of these takes. This is just too much for me.
To many of us this reads like you've never met people before. But who knows, maybe you live in Lake Wobegon, where all the women are strong, all the men are good-looking, and all the children are above average! If so then we're jealous, but you still should be more careful about how unrigorous your mental model is because it will make you a worse engineer.
Experience with different PMs and developers aside, the older you get in the profession the more you will hopefully realize that none of your quality effort fantasy matters. Sales happen and money rolls in independently of whether you think the PMs or the people who call themselves engineers do a "good job". Businesses thrive on sales and marketing, not engineering.
What a strange response. By your logic you've met ~0% of developers too yet I assume you can distinguish good development practices from bad. I also mentioned good PMs which by definition review and write good tickets with a clear explanation of the problem and what they want the solution to be. If personally meeting millions of people is the epistemic standard you have to know something then I'm not sure how you know anything at all.
As to your latter point, not sure why you think I think business doesn't continue on even with bad employees, of course it does and I didn't say otherwise. But that does not mean they're doing a good job, those two are orthogonal concepts.
And I'm not sure how we even got to this, the original point was that I personally as a dev can physically see PM productivity increasing with AI, even as other devs in this thread seem not to. For a competent PM, a tool that automates a detailed first draft fundamentally changes the psychology of ticket creation. If your argument is just "bad PMs will still be bad," then sure, I agree, but that doesn't really engage with how the tooling changes the workflow for everyone else.
> yet I assume you can distinguish good development practices from bad
Uh. We're not talking about knowing what good is, which is completely irrelevant to anything in this thread. You made a claim without qualification about what it is more likely for PMs to do. I can't tell if you've lost the chain or are engaging in some kind of motte and bailey fallacy. Either way it's a bad sign for this conversation.
I'm going to summarize the threads so far. I hope it highlights why what you've said sounds so silly:
Someone: "I see X failing to do Y."
You: "X definitely do Y. Why would you think that X aren't doing Y? Doing Y is the obvious thing for X to do."
Someone: "I literally am seeing it happen right now."
You: "Well then those X are bad."
Someone: "Yeah, no shit. They just said as much."
You: "But most X would do Y."
Someone: "In my experience that is false."
Someone else: "Mine too."
Someone else: "Mine as well."
Someone else: "Same."
You: "The bad ones shouldn't have their jobs."
Someone: "They do though."
You: "But we can tell which ones are the bad ones."
Someone: "Bartender, another drink please."