In Scaled AGILE framework, the teams are focused on delivery, and to do that job they are endowed in many ways, They can take their own decisions on what is to be committed, how it is to be developed, the testing pattern and scope but there still remains a need for management outside of the ARTs to PROVIDE for aspects such as pastoral care, risks and issues management, and for building capacity and capability in the teams. The development manager can look into the areas which can enhance the competence of the team, making them much STRONGER and focused on delivery. Great development managers are team builders, and that starts with hiring, they drive the hiring process and are well positioned to do so. Searching for candidates takes focus away from building great products hence the development manager can be of much help in removing such distractions.

Development managers also serve as accomplice and advisor because they are skilled at the essentials of management: one-on-one meetings, giving feedback, and coaching. Successful development managers mentor engineers to bring GREATNESS to the table: ideas, code, tests, and culture. Even when an organization is using SCRUM as its development process, there are still supervisory and departmental tasks that need to be PERFORMED outside that process such as HR issues, performance reviews, upward reporting, etc.  SCRUM doesn't touch on any of these day-to-day tasks that development managers still need to be in place to take care of.