In this article we will discuss four key elements of the work of a TPM: strategic actions, operational tasks, deliverables and the typical stakeholders.
Strategic Activities
Road-mapping – Sign-off of roadmaps that are 6-monthly/Quarterly of projects scheduled for the coming year.
Best Methods of Practice – Establishment and implementation of learnings and best practices, as well as standardized frameworks and tools for all programs and projects
Processes – Creation of repeatable and reliable processes for the management, initiation, tracking and review, as well as the delivery of projects and programs.
Change Agent Transformation of traditional processes and tools into fluid processes and instruments that assure timely and quality execution of programs and projects built on feedback loops, iterative and developed development models
Automation – Automation of the process of creation and deployment with modern DevSecOps tools and processes
Kaizen – Establishing the culture which is continuously improving, and a data-driven approach to decision-making
Operational Activities
Release management is the process of organizing, scheduling, and directing the build of a program through different phases and environments from initialization to the moment of release
Plan – Prepare the plan of action for the project or program in conjunction with the Product Manager.
Communication – Establishing communications channels and cadences for different stakeholders, holding regular and unplanned meetings with diverse stakeholders to make sure that the project’s objectives are met and to provide the most current status to them. Sharing of meeting minutes as well as regular updates with different stakeholders.
Management of stakeholders – Identifying stakeholder groups and their responsibilities as well as keeping them informed about the developments of the project responding to their concerns, and taking their input
Risk management – Identifying the risks and developing an mitigation plan to make sure that the project stays on track or can be brought back to its original plan in the case of delays or obstructions
Conflict management – identifying destructive conflicts and resolving them through various methods for resolving conflicts like compromise, smoothing, facing and forcibly
Escalation – Using tactfully to raise blocks and issues to the appropriate stakeholders at the appropriate time to clear roadblocks the aim of ensuring that the project or program gets back on the right track
Measurements and Data – Define important metrics that relate to the process, product or customers that should be monitored to inform the stakeholders, and studying information using Excel, SQL, JQL and generating charts, reports and dashboards
Deliverables
Plan – A document which outlines the Why (business justification) and WHAT (scope technical resources, risks and risk mitigation plans), WHO (stakeholders & human resources) and when (timeline) to be used for the plan or project.
Tracker – A thorough breakdown of the project’s work into a list of the requirements for the entire project, as well as priority-based backlogs for each iteration, usually maintained using tools such as Jira as well as Confluence. It should also include dashboards, visualisations, and reports that track the most important metrics (project metrics customers’ metrics, project metrics, and metrics for the product)
Communication artefacts – Preparation of documents/presentations/spreadsheets to keep the team apprised of project progress, blockers, risks and mitigations.
Stakeholders
Product Manager – The Product Manager is the most important member of who determines the direction of products and who is responsible for the product’s success, acceptance and growth that the company has. The TPM is required to collaborate together with the Product Manager in backlogs prioritization, sprint plans release and launch planning, and post-launch tasks.
Engineering – A part on the team of engineers that are responsible for the architectural and development, as well as testing deployment, and publication of the software. The TPM should collaborate together with Engineering team to estimate of sprints, sprint scheduling development, release planning, testing, and the release.
Leadership – The stakeholder group of the management and leadership team who serve as executive sponsors for the project or program. TPM TPM should keep their leadership up-to-date on the progress of programs or projects as well as mitigation and risk plans and solicit assistance and sponsorship as and when needed.
Business cross-functional stakeholders from groups that contribute to or are affected by the outcome of the program or project, for example UX/UI Design and Marketing, Sales Customer Success Operations, Legal and Alpha and Beta Customers. TPM TPM must keep the business teams up-to-date on the progress of programs or projects as well as mitigation plans, risks and support needed and launch readiness, a training plans to business team members, as well as organizing and executing post-launch tasks.
As companies expand they require inter-functional and multifunctional cooperation increases as well. The complexity of the programs and the variety of stakeholders throughout the company requires an orchestrator that can help guide, manage and monitor the development of programs from beginning until launch (and even after launch) so that delivery can be executed quickly and efficiently. This orchestrator is called technical program manager.
