Quite Technical Question - Asking for Help/Direction About DSL in Product Management!

Introduction

In the evolving landscape of product management (PM), particularly in technical roles, the conversation around Domain-Specific Languages (DSLs) is gaining traction. However, a prevailing sentiment among seasoned professionals is skepticism regarding their actual utility in day-to-day product management tasks. This blog post seeks to unpack this sentiment and explore the underlying reasons why DSLs may not be as prevalent as one might expect.

The Role of DSLs in Product Management

Domain-Specific Languages are tailored programming languages designed for specific problem domains. They promise a more intuitive way for non-developers to express their requirements, ideally bridging the communication gap between technical and non-technical stakeholders. However, this ideal often falls short in practice.

The Core Argument: DSLs May Not Work

One of the top comments in the original discussion succinctly encapsulates a critical viewpoint: “Either you’re a developer that can write code, and you write it in an actual language. Or you’re not, and you can’t write code, so you won’t no matter what DSL the devs create.”

This perspective highlights a fundamental truth in product management: the translation of specifications into actionable code remains a core responsibility of the PM. While DSLs can provide a structured format for expressing requirements, they often require a level of technical understanding that non-developers may not possess.

The Challenge of Translation

Translating high-level product specifications into precise, executable code is a nuanced task. The PM’s role is not only to define what needs to be built but also to ensure that those requirements are articulated in a way that technical teams can implement effectively. The complexity of this task can be exacerbated when introducing DSLs that may not align with the existing development processes or team capabilities.

A Cautionary Note on Overengineering

The comment mentioning “people getting enthused about new hammers who then go look for a nail” serves as a cautionary tale against the allure of overengineering. When teams get excited about new methodologies or tools, there is a tendency to adopt them without thoroughly assessing their fit within the existing workflow. This can lead to unnecessary complexity and, ultimately, to solutions that require significant effort to refactor or undo.

The Buzzword Dilemma

In the tech industry, buzzwords abound. The enthusiasm for DSLs may stem from a genuine desire to improve processes, but it often turns into a frenzy where teams prioritize trendy solutions over practical ones. As seasoned developers, we must navigate this landscape with a critical eye, ensuring that our choices genuinely enhance productivity rather than complicate it.

Conclusion

The conversation around DSLs in product management is both nuanced and reflective of broader industry trends. While they hold potential in theory, their practical application often reveals significant limitations. As product managers, it is crucial to remain grounded in the realities of our roles—articulating requirements clearly, collaborating effectively with technical teams, and avoiding the trap of adopting new tools for the sake of novelty.

In the end, the core of successful product management lies not in the tools we use but in our ability to communicate effectively and deliver value to our users. Let’s focus on honing that skill rather than getting swept away by the latest buzzwords.

Feel free to share your thoughts and experiences regarding the use of DSLs in product management. How have you navigated similar challenges in your own work?

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