As a Xoogler, Google is an "engineering-first" company and in practice doesn't consider "product/program management" to be part of engineering. Ironically, the origin of formal methods used in program management come from operations research and engineering management -- they are part of engineering, but not seen that way at Google.
Engineering leadership is not judged for their acumen in these areas, as they are separate job ladders, and thus to no surprise there is little cultivation of this knowledge or skill.
Before ~ 2007, Google didn't believe in project managers. There were actually no project managers roles (even though some people were probably doing considerable amounts of project management) and the expectation was that engineers would know enough to structure efforts and timelines.
That evolved into a situation where program managers (mostly - programs have a sense of scale right??) exist in most orgs and are critical to keep things aligned. There were (are still?) even internal conferences just for program managers.
Engineering leadership is not judged for their acumen in these areas, as they are separate job ladders, and thus to no surprise there is little cultivation of this knowledge or skill.