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Technical Program Manager's Handbook

Technical Program Manager's Handbook

By : Joshua Alan Teter
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Technical Program Manager's Handbook

Technical Program Manager's Handbook

5 (3)
By: Joshua Alan Teter

Overview of this book

The role of the Technical Program Manager (TPM) is crucial in the tech industry, bridging the gap between technical expertise and business acumen. The second edition of the Technical Program Manager’s Handbook offers a comprehensive guide to excelling in this role. Building on the foundational concepts from the first edition, this updated version introduces new chapters that explore the integration of AI and Emotional Intelligence (EI) in program management. These crucial additions complement the broader focus of the book on bridging business and technology but don’t overshadow it. You'll learn how to apply AI-driven tools to enhance project planning, risk management, and stakeholder communication, as well as how to leverage EI to build strong team relationships and improve leadership effectiveness. This book provides practical tools, methodologies, and case studies, offering insights from industry leaders to help both aspiring and practicing TPMs apply advanced concepts and strategies effectively. It also explores the unique aspects of the TPM role in major tech companies, helping you to navigate and thrive in your career. By the end of this book, you'll have a clear understanding of the TPM role, along with a breakdown of the necessary technical and program management skills, to develop a clear roadmap for your career.
Table of Contents (21 chapters)
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1
Section 1: What Is a Technical Program Manager?
5
Section 2: Fundamentals of Program Management
13
Section 3: Technical Toolset
19
Other Books You May Enjoy
20
Index

Summary

In this chapter, we learned that scope is the set of requirements, and the impact is the group of people affected by the scope. We learned how to drive clarity at the program level by discerning the scope and impact of the requirements.

We then discussed how to use the scope and impact to define boundaries around the requirements. The boundaries can make up both the boundaries of a project and the deliverables within that project, which brings shape to the program.

After that, we learned that a program should be created when sufficient impact and scope dictate that multiple projects are needed to complete the goals. We also discussed how seeing patterns and goals across existing projects may align and warrant the creation of a program to track them as a whole.

Lastly, we discussed various aspects of tracking a program through program planning, risk management, and stakeholder management. Each of these key management areas builds on the management styles used at...

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