Eng mgr here with a handful of engineers. We use a CI/CD process and there are other teams of product folks that handle project mgmt tasks, deal with stakeholde

Eng mgr here with a handful of engineers. We use a CI/CD process and there are other teams of product folks that handle project mgmt tasks, deal with stakeholders, etc. We don't estimate work other than very rough sizing - things like can it be done by end of Q2 types of sizing. I still do hands on work, sometimes feature work but mostly uninteresting stuff because I'd rather have people on my team pick what they want to work on. I help align work with people - generally people will pick up whatever is next in our prioritized list but sometimes we need specific people on things, or not, depending. I help coordinate/plan engineering led work - tech debt, refactors, stuff other teams want us to do, tech upgrades, etc. Having people management responsibilities takes time and is pretty much a different job. You have to understand what the people you manage actually do, but in general managing people that do accounting or any other office type of job will involve many of the same people management activities - 1:1's, assigning work, reviewing work, hiring, firing, raises, bonuses, promotions, etc. Although I've found as a 1st line manager, anything dealing with money requires approvals at a higher level, sometimes they just make those decisions.