I've found that at larger organizations this tends to happen more often, which I agree with. PMs are more focused on wrangling uncertainty, facilitating decisions between all of the different functions, and building alignment. This often requires PMs to "own" the strategy and "embody" the customer. It means PMs are much less likely to be in the task management system of choice, which is probably good. And EMs will step up to do more of this work.

But the point about prioritization is the tricky part...

How have you found disagreements to work themselves out in this case? Are there times you make a decision that overrides a PM opinion? What about the opposite? What happens with escalations?