In multiple conversations with leaders from Fortune 500 companies, I am observing a trend in the adoption of the Technical Program Management (TPM) function. This is especially true outside of Silicon Valley and US West Coast based Tech companies. Many Tech-adjacent or traditional companies striving for operational efficiency are shifting from traditional agile methodologies to a more structured Technical Program Management (TPM) approach, so they can accelerate product development more effectively. This shift offers the potential to streamline workflows, improve cross-team coordination, and achieve greater clarity on business goals.
However, like any organizational change, the transition is not without its challenges. Organizations should be vary of adopting to name without the underlying principles as it does not set up the new TPM function for success.
Why Adopt a TPM Function?
A Technical Program Manager (TPM) plays a critical role in bridging the gap between technical execution and strategic business objectives. Unlike Scrum Masters or project managers, TPMs operate at a program level, driving alignment across multiple teams and managing cross-functional dependencies. Their primary goal is to ensure timely delivery of complex, multi-team initiatives while mitigating risks.
Organizations like Capital One embarked on the journey to implement the TPM function and many companies have followed suit, each facing unique challenges and lessons along the way. Their experiences highlight the critical role of TPMs in managing change, aligning technical priorities, and driving operational efficiencies.
Common Mistakes to Avoid
Preparation before making the change can help avoid these common mistakes:
Unclear Role Definitions
A lack of role clarity often leads to teams not fully utilizing TPMs. Companies have seen this happen when TPMs are expected to act as team-level Scrum Masters rather than program-level leaders. This misalignment wastes valuable resources and frustrates team members.
Abrupt Transitions Without Adequate Preparation
Abruptly letting go of Scrum Masters and expecting teams to instantly adjust to a TPM model is a recipe for confusion. The sudden elimination of Scrum Masters, as seen in certain organizations, created operational "hot messes" where engineering managers had to fill the void, detracting from their core responsibilities.
Transitioning gradually and providing guidance to teams will reduce resistance and support a smoother shift.
Underestimating the Need for Senior Leadership Support
A top-down push for TPM adoption without sufficient leadership involvement can hinder progress. Companies have found that bringing in senior leaders or directors to define and champion the role accelerates adoption.
Leadership buy-in also ensures proper funding for training, hiring, and change management efforts.
Neglecting Cross-Team Dependencies
One of the key roles of a TPM is to manage cross-functional dependencies. Without a strong focus on this aspect, teams may continue to operate in silos, leading to misaligned priorities and delays in delivery.
Encourage TPMs to host cross-team planning sessions and dependency tracking meetings to foster collaboration.
Failing to Leverage Experts
Experts like TPM leaders and consultants can bring a wealth of knowledge to organizations that are new to TPMs. They can help clarify role expectations, train existing employees, and provide frameworks for role adoption.
Leveraging experts from outside can also avoid costly mistakes in the transition process. Consider bringing in consultants early to fast-track the process and prevent missteps.
Best Practices for Building a TPM Function
To get the most out of a new TPM function, follow these best practices:
Clearly Define the Role and Expectations
Start with a clear definition of what a TPM is and what they are expected to achieve. Without this clarity, teams and cross-functional partners may have differing expectations of the role, leading to confusion and inefficiencies.
Establish whether TPMs will act as Scrum Masters, facilitators, or strategic program leaders. One Fortune 200 company found success by framing TPMs as leaders of large, multi-team initiatives rather than team-level managers.
Hire and Train the Right People
Hiring experienced TPMs with a background in program management or technical roles is essential.
Provide project management training for engineers and team leads. While many engineers may not see immediate value in this training, it can help them better understand the TPM’s role and how to collaborate effectively.
Communicate Changes Early and Often
Sudden transitions can create confusion and resistance. Organizations should communicate the rationale behind adopting a TPM model and provide clear guidance on how roles will shift. One company did a rapid shift from Scrum Masters to TPMs which led to team uncertainty due to limited communication and abrupt role changes.
Involve stakeholders at every level to ensure alignment. Teams should be aware of changes to reporting structures, workflows, and role expectations.
Set Up Tools and Processes to Support the TPM Role
Ensure the right tools (like Jira or other project tracking software) are set up to enable TPMs to manage cross-team dependencies. Several companies have experienced growing pains in this area, with teams reporting struggles to understand how to use these tools effectively after the transition.
Streamline agile ceremonies, focusing on the most critical aspects. One organization found success in eliminating unnecessary ceremonies like retros and reducing reliance on story points in favor of small, medium, and large task sizes.
Establish Feedback Loops and Iterate
Measure the effectiveness of the TPM function through feedback from engineering managers, team leads, and cross-functional partners. Regular reviews help identify gaps and areas for process improvement.
Be prepared to adjust the role’s responsibilities based on the needs of the organization. One company utilized an iterative approach to role adjustments which is a good example of how organizations can refine their TPM function over time.
By following the best practices outlined in this post and avoiding common pitfalls, your organization can successfully integrate TPMs into its operational model. This will not only increase efficiency but also position your teams for long-term, sustainable success.
Is your company contemplating adopting Technical Program Management or in the midst of establishing the TPM function? We can help you design and structure your TPM organization to maximize your business outcomes. Set up a strategy discussion call with us.
Frequently Asked Questions (FAQs)
What is a Technical Program Manager (TPM)?
A Technical Program Manager (TPM) is a professional responsible for managing large, complex projects that span multiple teams, ensuring on-time delivery, mitigating risks, and aligning technical execution with business goals.
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