I think the author of the article has either completely messed up the roles of People/Line Management, Product Management, Project Management and Product Development in Agile Development; or he mistakenly thought all companies are with infinite resources.
In an agile team using Kanban, for example, there is no “project” at all—there’s only a continuous stream of value-delivering work, prioritized by someone who keeps a finger on the pulse of the customer and validated with actual customers.
Yes, we use Kanban, and we deliver a continuous stream of value-delivering work, prioritized. However, the prioritization did not come from someone but an entity of 3, composing of the Project Manager, Product Manager and the Product Owner. These 3 negotiate the best strategy forward, cater all the late changes, factor in the available resources, and keep eyes on the deadline. Yes, there is always a deadline, like it or not. A company with sustainable business have to release a new product when it is still perceived to be valuable to the market, not after.
Project Management has one key role in all the developments - to manage the resources. A development has only finite resource, be it money, people, space, time, equipment, or skillsets. It is obvious that it is not someone who keeps a finger on the pulse of the customer and validated with actual customers who is managing these. Bad Project Management skill can of course get in the way, but so as Bad *. That we should never use these examples to mislead the reader into thinking because some people do not qualify for their roles means those roles are not essential or better off without.
the most obvious being the assumption that it is possible to deliver quality and completeness by the deadline
OMG! This is 21st century and who on earth would still assume this!? No, everyone knows this is not possible, and that's why Project Management work so hard to ensure in advance the necessary resources are in place when needed so that the critical components are ready with an acceptable quality by the deadline.
Focusing on projects can also compromise architectural integrity. For example ...
I don't see why it has to be the case. A well planned project executed by competent people would not draw anything like the example given in the article. Again, we should never use these examples to mislead the reader into thinking something is not needed because of these bad outcomes where the actual reasons lies somewhere else.
Product Centric development does not exclude management of resources nor people. Product Centric development (or rather Value Centric Product Development) focus on business value but business value also tied tightly to the market, thus time, and delivery of value requires resources and therefore management. You can dissolve these functionalities into your team and call them whatever you like, but the role of Project Management is still there and needed, unless the available resources are infinite relative to your development needs. Then may be you should try a bigger development project?
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No sic due to sic called a sic leave today, said it's sic.