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Technical Program Manager's Handbook

You're reading from   Technical Program Manager's Handbook Unlock your TPM potential by leading technical projects successfully and elevating your career path

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Product type Paperback
Published in Sep 2024
Publisher Packt
ISBN-13 9781836200475
Length 368 pages
Edition 2nd Edition
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Author (1):
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Joshua Alan Teter Joshua Alan Teter
Author Profile Icon Joshua Alan Teter
Joshua Alan Teter
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Toc

Table of Contents (21) Chapters Close

Preface 1. Section 1: What Is a Technical Program Manager? FREE CHAPTER
2. Fundamentals of a Technical Program Manager 3. Pillars of a Technical Program Manager 4. Career Paths 5. Section 2: Fundamentals of Program Management
6. An Introduction to Program Management Using a Case Study 7. Driving Toward Clarity 8. Plan Management 9. Risk Management 10. Stakeholder Management 11. Managing a Program 12. Emotional Intelligence in Technical Program Management 13. Section 3: Technical Toolset
14. The Technical Toolset 15. Code Development Expectations 16. System Design and Architecture Landscape 17. Harnessing the Power of Artificial Intelligence in Technical Program Management 18. Enhancing Management Using Your Technical Toolset 19. Other Books You May Enjoy
20. Index

Exploring the IC path

The IC role for the TPM job family is similar to that of other IC roles such as software developer or product manager. As the name suggests, an IC will contribute directly to the success of the company through deliverables, whether that’s code for an SDE, a successful product release for a product manager, or delivering a project for a TPM. This role works as part of a team in the sense that they work with other ICs to deliver results. Unlike an SDE role though, a TPM will rarely work with other TPMs from their own team. Instead, when working with other TPMs, it’s in a cross-organizational fashion.

Given that the IC role leans solely on the deliverables of the individual, the IC path tops off at the principal level in most companies. This is equivalent to a senior manager or director, depending on the company’s verticality. The reason for this largely comes down to the ability of a single person to have a large enough impact to warrant...

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