In this case, the manager knew enough to know the person was spewing BS objections most of the time. He was actually an expert in the field and the discussions were often of a technical nature related to his expertise.
Although yes, it was a separate problem that he didn't know plenty of the operational "small" details which caused him to always underestimate project timelines.
The manager must know the work, otherwise he can't manage. Doesn't sound like the case.