I am looking for a good way to command my role. My team is about 15 people total, 10 of them are engineers, the rest are managers(!). Here is what happened.
Initially, I was hired as a technical product manager. Shortly after I started, someone else was added to my team for that role. I took on a technical program manager role instead. I performed very well, received a lot of positive feedback. Under my leadership the project moved from the critical state to a green state, it became the most successful project in the department.
Now, 3 other program managers got involved in it for no apparent reason(probably, political issues since this is a large organization) - from outside of the team, reporting to their own orgs. All of us have a similar or identical job description. And, everyone is annoyed because the boundaries are not clear.
My manager is well aware about this mess but his response is to ignore other PMs and keep on doing "my own" thing. He asks me to duplicate the work done by the other PMs - writing status reports, sending feature releases, etc. I think this is wrong because it doesn't bring much value plus our stakeholders will get confused by multiple sources of the same info.
The other day, one of those managers stated that he is driving things from the program management standpoint, referring to a particular task. I told him that my role is no different and I can take on that task, which I was working on already. Later he sent a long email explaining all the details of their charter which is basically my job description as well. My manager(CC'ed) didn't reply and asked me to apologize for my quote because "he didn't hear that guy telling what I heard", meaning that the other PM didn't point out he is a leading PM. I validated that what I heard is what other people heard - with the others who attended.
My question is -- How do I explain to my manager that this is a broken process and I need his support and guidance in establishing my role?