When we start to work with Agile principles, it means that we empower the teams, we move part of the responsibility from management to the employees, as we recognize that they know best how to implement what we want.
Moving responsibility also means that the team must show progress, this is what the Scrum team does after each sprint when they show the demo to the PO and other stakeholders, they show what is done AND working and if you look at the backlog you can see what is not implemented yet.
Moving the responsibility also means that the team to some extend must make a forecast, the length of the forecast is however not as long as with traditional waterfall project management, but all the teams that I have been working with during the last 7 years have been able to make delivery forecast for the coming 4 months with very high predictability, this require that they either use PI planning or use velocity and estimate the backlog; it is my experience that PI planning is giving a much better prediction, as PI planning focus on dependencies and the teams will make spikes early to secure enough knowledge at the right time (yes, in many books about Scrum, teams who does not use PI planning is supposed to do this when they do backlog refinement, but it is my experience that they often forget to do it).
Moving the responsibility also means that management have to stop pushing the teams and try to control the team and push for faster delivery – SimCorp did what is needed, they removed the traditional manager and created 2 new positions, a people manager (developing people) and a Product Owner (with no employees reporting), a Danish article can be found here (does not mention it directly, but I have talked with SimCorp arbout this).
When you delegate and empower individuals and teams, you also grow people and teams, they start to take their new responsibility very serious (if your management can resist to take it back!), it is amazing to see how people step up and do their best to honor the trust you give them!
But remember, we all make mistakes and we need to learn from our mistakes (Agile principle), there is a very famous story from the 1960's where an executive at IBM made a decision that ended up losing 10M$ (about 80M$ today), the CEO called the executive to his office and asked "Do you know why I asked you here?".
The Executive responded "I assume I am here so you can fire me" and the CEO (Tom Watson) replied "Not at all, young man, we have just spent a couple of milion dollars educating you." - See also http://the-happy-manager.com/articles/characteristic-of-leadership/
Managers in an Agile organization should be development managers, they must be dedicated to developing and coaching the employees.
Agile Konsulenten ApS - Phone +45 3132 3941