Earlier quoted context omitted.
We now have product owners trying to farm out their work to an LLM. The process didn’t work before because the person writing the requirements either put out vague requirements or bad requirements because they didn’t understand the business intent (or were careless). LLMs just take the same vague or poor requirements and make them look believable until you dig in to them.
> The process didn’t work before because the person writing the requirements either put out vague requirements or bad requirements because they didn’t understand the business intent (or were careless). You make it sound like writing good requirements is easy. If it were easy we wouldn't need all these concepts around PMF, product pivots and the like. And even before that was Peter Naur's paper "Programming as Theory…
I am certain I didn’t say that. To be a good product owner one needs skill, care and understanding of the business intent. If you know the business intent but lack the skill to express it as a useful requirement then it’s insufficient; if you have the skill but lack understanding or ability to understand the business intent then it’s insufficient; if you have the skill and understand the business intent but you are careless in your work then it’ll be insufficient too. If the problem space is emergent then having all three might not be good enough either.
It’s certainly true that good engineering teams can deeply understand the problem space enough to get to a business outcome without requirement documents.
I just wouldn’t bet that LLMs are going to make any of these realities any better, they might exacerbate those issues.