> For instance figure out the resources that was suppose to create the application, pass by its office, offer its a coffee and communicate clearly why the things is important and how important it is and what is the goal of the project and finally reassure the resources by putting in whatever work tracking system all the details.

You are assuming that just because the manager can swing by at author's desk, their team is also at the same location. Not necessarily true. They could be sitting across the world, in a another dysfunctional team, they have a bi-weekly dysfunctional meeting and nothing functional comes out of it. Even when engineers are in the same place, some of those can be very bureaucratic/defensive/lazy/CYA type because bigco allows such people to exist in the shadows. Based on past experience, I'm only slightly exaggerating.

> These kind of human work and relationships building is fundamental.

Having said that I said, I also agree with this in the current context - that personal connection, when established, speeds things up. But then again, this doesn't always work out/is possible due to reasons mentioned above.