That's project management, not product management.

I’ll admit a good PM does interface well with stakeholders and gets them to finally agree to what they really need and to flesh out the requirements.

Otherwise it’s a role not too many teams need but when you need one you know it and you really need one.

100%

A couple of cron jobs can easily automate this for my team. Most of the PMs I've seen in the wild only do this.

Very few PMs are actually valuable to a team from the product perspective.

Is it me or does this sound like a Project Manager and not a Product Manager? Where is the discussion and negotiation with customers and engineering teams on specs/targets/requirements? Where is the roadmap alignment with strategy and marketing teams? Where is the discussion with research teams on future features? Product managers don't babysit engineering teams on their deliverables. Calling someone doing the work listed on the grandparents post a product manager does not make them one.

>Calling someone doing the work listed on the grandparents post a product manager does not make them one.

Despite this, so many individuals stick around and try to make scrum their entire personality. It's insufferable at times to be around folks who do not even want to talk about customers or the product specifics.