If the whole team is junior, your role is to mentor them. Set high expectations and help them reach the results you require. If you have senior members, lean on

If the whole team is junior, your role is to mentor them. Set high expectations and help them reach the results you require. If you have senior members, lean on them to do that mentoring. I think it is appropriate to ask quality questions: how are you measuring success and failure, what alerting and monitoring is in place, what happens if condition $FOO occurs, how are you measuring costs, etc. But your role shouldn't scale to reviewing all code changes and likely should evolve to not looking at code at all. As a manager, you are supposed to be a multiplier of your teams efforts and help them all to level up. By interacting at the PR level, you are not multiplying their efforts. I also recommend reading The Manager's Path