Your first paragraph rings true, but I have to disagree that the second is the solution. I’ve seen engineering management play this game to justify headcount without acknowledging the strategic or product definition problems and it just leads to more chaos and pressure on the team. If engineering doesn’t have both a voice at the leadership level (for whatever scope is in question) and sufficient biz/product chops to find the right 80/20 path and team/ownership structure then headcount is just more grist for the failed project mill.