Agile teams are at their best when they’re small, autonomous and self-organising units, trusted to get on with it. A good product manager will set the direction and make sure it is in tune with the wider organisation, and a good delivery manager will corral the team members to run in the same direction. From that point on, however, the team is a group of peers. The vast majority of strategic decisions are discussed collectively. Far more often than not, the role of the product manager in these discussions is to act as chairperson and referee, not despot.
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