Put another way this is focused on project management and software architecture. It’s a good list for a tech lead or architect but is no where near complete for a people manager.
There are many other areas a good manager should cover:
- hiring & internal talent pipelines
- career progression - mentoring, coaching, 1 on 1s
- performance management - promotions and firing
- budgeting and other finance areas
- if required vendor management, purchasing, dealing with legal etc
- cross team / org collaboration; working with your peers (other managers and leaders)
- managing upwards - reporting status, flagging risks and blockers and asking for help/time, advocating for the team and projects etc
- providing clear direction for the team while balancing that with shielding them from crap so they can focus
- for services - Service Ownership, Cost to Serve, On call, Security and Compliance, Legal liaison for open source use, post mortem retro’s etc
- general admin; vacation scheduling, expenses, it escalations, tracking mandatory training etc
- product management and long term view - either owning it, working with an agile product owner within the team, or working with product management org
- anything else that would fall through the cracks otherwise to keep team on track - “servant leadership”
This is just off the top of my head as a former manager and manager of managers.
Depending on your org and methodologies there may be others who own lots or the above, either within the team or elsewhere. As the manager though the buck still stops with you.