There's one thing I think you left out: A great PM will defend their team from management. When management wants to do things like pivot from X to Y, or focus on Z to the neglect of W, a great PM will point out that engineers are not fungible, and that such things can hinder motivation, increase frustration, and lead to lower output. When management decides to do it anyway, and get frustrated with the team's lack of progress (especially on product W which management expected would magically stay up and stable), a great PM (in a professional way) reminds them of the history and that decisions have consequences.
Unfortunately a "great PM" will sooner or later have to choose between doing the right thing for their team or the right thing for their career (management does not like to be told no or blamed for any failure). The great PM usually doesn't climb the management chain, so if you are a software engineer with a great PM, please tell them, it may be the only thanks they get.
Unfortunately a "great PM" will sooner or later have to choose between doing the right thing for their team or the right thing for their career (management does not like to be told no or blamed for any failure). The great PM usually doesn't climb the management chain, so if you are a software engineer with a great PM, please tell them, it may be the only thanks they get.