Some PMs wear at times the peer hat. However I believe it is not a good idea to consider yourself a peer. Confusion about roles can lead to conflicts. By design the PM has to have to last word in most critical decisions, especially with outside contacts and that makes one stand out. An important part of the PM role is to say "NO" to all sides - while a peer may say only "no" - and this requires power. How to achieve a power position and how to maintain (wrt. to team but also other parties) it is also part of the PMs work.
Particularly at the beginning I would think carefully - possibly with the help of an experienced peer aka senior project manager - how to divide responsibility in the project. I found RACI (https://en.wikipedia.org/wiki/Responsibility_assignment_matr...) often a robust and quick way to get started navigating a new project setup.
Particularly at the beginning I would think carefully - possibly with the help of an experienced peer aka senior project manager - how to divide responsibility in the project. I found RACI (https://en.wikipedia.org/wiki/Responsibility_assignment_matr...) often a robust and quick way to get started navigating a new project setup.