In my experience it is. One property of a good manager is that they have a good idea of how much their team can produce over unit time. Combined with experience on the teams ability to integrate with other projects at delivery time and repair defects that arise, gives them a good idea how much time something will take to get done, plus or minus a small delta.
Bad managers just say "You bet!" when given an unreasonable timeline (more work than can be done) and then push their workers too hard and blame them when upper management asks why the project is late. It is an all too common management pattern.
When engineers talk about "How hard is management really? You just tell everyone else what to do and yell at them to get it done." they miss that one of the things you do as a manager is tell your boss, "Nope, can't do that without either additional people or additional time." Sometimes it is always time because not all projects can be broken up into parallel efforts. That conversation can be hard unless you've built up the level of trust and understanding with your manager so that they respect your time estimates and requests.
Often times your first few encounters along this line you have to keep "parallel books" where you note what you thought it would take and you look at what it actually took, and what was asked. Bringing that information together in a 1:1 setting can help educate your manager that a) you know what you are doing and b) they should trust your judgement.
Bad managers just say "You bet!" when given an unreasonable timeline (more work than can be done) and then push their workers too hard and blame them when upper management asks why the project is late. It is an all too common management pattern.
When engineers talk about "How hard is management really? You just tell everyone else what to do and yell at them to get it done." they miss that one of the things you do as a manager is tell your boss, "Nope, can't do that without either additional people or additional time." Sometimes it is always time because not all projects can be broken up into parallel efforts. That conversation can be hard unless you've built up the level of trust and understanding with your manager so that they respect your time estimates and requests.
Often times your first few encounters along this line you have to keep "parallel books" where you note what you thought it would take and you look at what it actually took, and what was asked. Bringing that information together in a 1:1 setting can help educate your manager that a) you know what you are doing and b) they should trust your judgement.