Having “Agile Project Managers” (and not just “Project Managers”, as described on the previous page) is a symptom of your organization holding on to waterfall ways even after your agile transformation.

Dive into why you have this role (e.g., because your agile setup is still surrounded by a stage-gate-based execution or funding model) and start fixing the root-cause, starting by explaining to upper management how you won’t harvest the real benefits of agility before transforming your organization vertically.