When I hear of a project manager managing project managers -- the "project manager manager" -- it makes me think more along the lines of program management than project management. While the skills are very similar, it sounds like you're in a position where you need to focus on higher level concepts, similar to a program manager.
Program management exists because businesses realized that sometimes a driving force was necessary in order to drive separate yet complimentary projects towards the same high level goal.
Program managers are less concerned with the details of the individual tasks and are more focused on the strategic goal. As a result, their project portfolios will contain very high level information about each project.
What's more, there is a phenomenon that exists where increases in the amount of available information is inversely proportional to the ability to actually process that information. In other words, the more tasks that you try to keep track of, the more poorly you'll do at keeping up with the progress of those tasks. After all, that's why you have project managers working with you, so that they can worry about the details while you worry about the big picture.
Focus on the big picture, trust your project managers, and measure the success of the project portfolio from a high level, and you'll find that you're better able to focus on your responsibilities of aligning the goals of each individual project with the goals of the entire program.