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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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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

Understanding code development expectations

TPMs are surrounded by software development teams and interact with developers, support engineers, and development managers on a daily basis. They are involved in technical discussions around requirements, release management, and feature and system designs. So, in the midst of all of this software talk, let’s explore what level of code proficiency is expected in the TPM role.

No code writing required!

As a TPM, your focus will not be on writing code yourself, but on getting it written through others. Of all of the TPMs I know and have worked with, only two—including myself—have written code as part of their role. I’ve heard of TPMs writing code in start-ups. This aligns with our need to wear many hats because the number of people involved in a start-up is comparatively small and the need to step up has a higher chance of occurring. In larger companies, roles are usually tightly defined, and the overlap...

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