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Technical Program Manager's Handbook

Technical Program Manager's Handbook

By : Joshua Alan Teter
4.3 (15)
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Technical Program Manager's Handbook

Technical Program Manager's Handbook

4.3 (15)
By: Joshua Alan Teter

Overview of this book

The technical program manager (TPM) is a relatively new role born out of the need of the tech industry to have a specialized practitioner who speaks both tech and business and leverages this bilingual talent to get results that no one else can. This book dives into what makes a TPM tick. You’ll find out which project and program management skills will help you shine and how you can apply your technical skills for effective results. This book looks at the TPM role across the Big Five tech companies (Amazon, Google, Microsoft, Apple, and Meta) to help you discern the most effective skills to be successful no matter which company you work for. Are you already a well-performing TPM looking to see what’s next? This book identifies the career paths for a TPM at the Big Five to help you decide the next step for you. By the end of this book, you’ll have a clear understanding of how to be a TPM, along with a breakdown of the necessary technical and program management skills to develop a clear roadmap for your career.
Table of Contents (19 chapters)
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1
Part 1: What is a Technical Program Manager?
4
Part 2: Fundamentals of Program Management
12
Part 3: Technical Toolset

Deciding when to build a program

We know what a program and project are, but this has all been with the assumption of a pre-existing program. As a TPM, one of your jobs will be deciding when a program needs to be created – when it is appropriate to the needs of your organization to do so.

Knowing when to create a project is straightforward – you receive requirements to deliver a new application or service, a new feature, and so on, and you create a project to deliver on those requirements.

However, knowing when a program should exist is a bit more nuanced and depends on the situation. There are two avenues in which a program is created: from the beginning when requirements are given and during project executions where a need arises. Let’s explore both scenarios.

Building from the start

Deciding to form a management program around a set of requirements is how most people perceive program formation as it fits the form that project creation takes and...

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Technical Program Manager's Handbook
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