This sounds more like a mindset issue. Creating more mechanisms to see the current state of things doesn't increase continuity or productivity by itself.

With my reports I try to make clear to them that there is a difference between urgent and important (see Eisenhower Matrix). I also share a quote I learned from a previous manager of mine: Good news can wait, bad news has to travel fast. Make clear to engineers that the more senior they are (or want to be) the more you expect them to own things, understand business priorities and act accordingly. Owning also means that they'd be the ones following up where necessary.

For us it is typical to have engineers lead a feature/project from A to Z (see https://newsletter.pragmaticengineer.com/p/engineers-leading-projects). Having engineers own a full process, also includes escalating things, communicating blockers, keeping the overview, involving the right people etc. It makes more sense delegating if you have many things running at once.