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The most successful software project I've ever worked on, in terms of our utility to the business and our customers, as well as personal satisfaction to the team members, was one where myself and a technical PM handled "planning and design" in lock step with each other. My (former) management tried to build a template out of our success and failed, horribly, because you cannot account for the personalities that sit behind these titles/roles.

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> you cannot account for the personalities that sit behind these titles/roles.

This is an important point, and should be more obvious than it is. Projects succeed or fail more as a function of individual personalities than of whatever their job titles are. Easy to forget given that people who share a job title are usually treated as interchangeable components of the machine (at least in big companies and at least in my experience).

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