People at management level usually disregard engineers' planning capabilities. They say engineers work at lower levels and therefore are not great at observing high level issues, this makes them bad at thinking and planning. While this argument is correct in its own way, it implies that thinking and planning are skills that are only developed once you are working at a higher level of abstraction.

I have had drastically different experiences. I have seen some of the best acts of thinking and planning done among my engineering peers. And it's beyond scale of scope, or time, or impact. I am talking about the core techniques. Just based on their training and work, engineers are better positioned to manage complexity, keep promises, understand when and where things are not going well.

I have seen many projects fail because tasks were not tracked properly, people didn't know what exactly to do, targets were not well defined, vague promises were floated, ownership was not defined, and similar fundamental issues. While you might not get a complete enough answer from a non-engineer person, there are simple answers for these in any engineer's workflow.

After observing multiple cases validating what I have written above, I have learned to trust the planning mindset inherent in engineers rather than trying to uncover a revelation in non-engineers, even for non-engineering projects.