# Give Me The Problem


As a software engineer, I don’t want a digested problem presented as **“requirements.”** I want the raw problem itself.

A common mistake I often observe in software companies is product managers taking on the role of managing teams and dictating requirements.

Software teams don’t need requirements; they need **clear problem statements.** The role of a product manager is to identify and articulate the right problems to solve.

The team will then collaborate to analyze each problem and design a solution.

Defining the solution may provide new insights that inform the product manager, who can then refine the problem definition as needed.

If a problem calls for a complex or lengthy solution, the team might discuss strategies to **“divide and conquer.”** In such cases, with the customer as an active participant, the product manager might negotiate scope adjustments.

The team will **self-organize** to implement the solution (and no, assigning JIRA tickets to individual team members is not the PM’s responsibility — busyness is not a virtue).

The customer will regularly review the solutions provided, give feedback, and raise new problems. These new problems will re-enter the product manager’s pipeline, continuing the iterative process.

**The unit of work for a team is a problem.**