I agree with the main point in the article: that it's not essential to have a synchronous status report meeting each day. In fact, status reports of all types a

I agree with the main point in the article: that it's not essential to have a synchronous status report meeting each day. In fact, status reports of all types are better delivered in writing, or at least asynchronously. But this misunderstanding caught my eye: "The status of in-progress work is the remit of project/product managers." A product manager's primary responsibility is to make sure the team is prioritizing correctly, i.e. that they're working on the right things and for the right reasons. Secondary to that is doing whatever it takes to unblock people's progress, e.g. when it's hindered by lack of access to resources, lack of coordination with other teams or external parties etc. But who is responsible for the status of work? Obviously, the person doing the work. A product manager isn't an 'engineering doula' monitoring people and telling them to code faster. If you have a proJECt manager, perhaps you're working in an environment where deadlines are very rigid and/or there's a lot of coordination required to release things in sync with other teams (e.g. if you're shipping hardware, or annually-updated tax software).