Search icon CANCEL
Arrow left icon
Explore Products
Best Sellers
New Releases
Books
Videos
Audiobooks
Learning Hub
Conferences
Free Learning
Arrow right icon
Arrow up icon
GO TO TOP
Technical Program Manager's Handbook

You're reading from   Technical Program Manager's Handbook Empowering managers to efficiently manage technical projects and build a successful career path

Arrow left icon
Product type Paperback
Published in Dec 2022
Publisher Packt
ISBN-13 9781804613559
Length 214 pages
Edition 1st Edition
Arrow right icon
Author (1):
Arrow left icon
Joshua Alan Teter Joshua Alan Teter
Author Profile Icon Joshua Alan Teter
Joshua Alan Teter
Arrow right icon
View More author details
Toc

Table of Contents (19) Chapters Close

Preface 1. Part 1: What is a Technical Program Manager?
2. Chapter 1: Fundamentals of a Technical Program Manager FREE CHAPTER 3. Chapter 2: Pillars of a Technical Program Manager 4. Part 2: Fundamentals of Program Management
5. Chapter 3: Introduction to Program Management 6. Chapter 4: Driving Toward Clarity 7. Chapter 5: Plan Management 8. Chapter 6: Risk Management 9. Chapter 7: Stakeholder Management 10. Chapter 8: Managing a Program 11. Chapter 9: Career Paths 12. Part 3: Technical Toolset
13. Chapter 10: The Technical Toolset 14. Chapter 11: Code Development Expectations 15. Chapter 12: System Design and Architecture Landscape 16. Chapter 13: Enhancing Management Using Your Technical Toolset 17. Index 18. Other Books You May Enjoy

Exploring the IC path

The IC role is similar to that of other IC roles such as software developer. As it suggests, an IC will contribute directly to the success of the company through deliverables, whether that’s code for an SDE 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 the level. Though TPMs are force multipliers, the people we work with are still within different organizations...

lock icon The rest of the chapter is locked
Register for a free Packt account to unlock a world of extra content!
A free Packt account unlocks extra newsletters, articles, discounted offers, and much more. Start advancing your knowledge today.
Unlock this book and the full library FREE for 7 days
Get unlimited access to 7000+ expert-authored eBooks and videos courses covering every tech area you can think of
Renews at €18.99/month. Cancel anytime