I've been PM during the "Waterfall" or "RUP" (IBM Rational Unified Process) era (though as I'm Deming specialist I was already practicing agile without the name since Scrum is from Sutherland himself said it used Deming's wheel), with agile era my role switched to Product Owner/Agile coach, but in practice they often expect me to be like the super PM in big corps. Except on small project of a few developers where you can practice canonical agile, in big corps and big projects it's near impossible notably due to politics: you'll have PM without the names, Directors etc... who will ask to be involved more than they should ;)
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I've been PM during the "Waterfall" or "RUP" (IBM Rational Unified Process) era (though as I'm Deming specialist I was already practicing agile without the name since Scrum is from Sutherland himself said it used Deming's wheel), with agile era my role switched to Product Owner/Agile coach, but in practice they often expect me to be like the super PM in big corps. Except on small project of a few developers where you can practice canonical agile, in big corps and big projects it's near impossible notably due to politics: you'll have PM without the names, Directors etc... who will ask to be involved more than they should ;)