I do the PM role alot and sometimes the engineering manager role too and I do empathize with you, especially with regards to estimations. I've been on alot of p

I do the PM role alot and sometimes the engineering manager role too and I do empathize with you, especially with regards to estimations. I've been on alot of projects where clients start with "it's ok if the estimates aren't accurate", and then the team gets nailed two weeks later at the end of the sprint when one or two tickets won't make it. Still I think the exact purpose of a good project manager is to manage the other stake holders / clients / council of elders and let the engineers do their engineering to avoid this situation. This applies to the initial startup and estimation phase as well. It's all about setting expectations...