For us, an accurate delivery date on a 6 month project was mandatory. CX needed it so they could start onboarding high priority customers. Marketing needed it so they could plan advertising collateral and make promises at conventions. Product needed it to understand what the Q3 roadmap should contain. Sales needed it to close deals. I was fortunate to work in a business where I respected the heads of these departments, which believe it or not, should be the norm.
The challenge wasn't estimation - it's quite doable to break a large project down into a series of sprints (basically a sprint / waterfall hybrid). Delays usually came from unexpected sources, like reacting to a must have interruption or critical bugs. Those you cannot estimate for, but you can collaborate on a solution. Trim features, push date, bring in extra help, or crunch. Whatever the decision, making sure to work with the other departments as colaborators was always beneficial.
A side effect is, no there aren't. Allow me to explain that catty remark.
The experienced pro's have figured out how to arrange their affairs so that delivery of software doesn't matter, i.e., is someone else's problem. The software either arrives or it doesn't.
For instance, my job is in technology development for "hardware" that depends on elaborate support software. I make sure that the hardware I'm working on has an API that I can code against to run the tests that I need. My department has gone all-in on vibe coding.
Customers aren't waiting because the mantra of all users is: "Never change anything," and they can demand continued support of the old software. New hardware with old software counts as "revenue" so the managers are happy.