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👨‍🏫 If you struggle to explain your role as a TPM, read this.

Before I became a Technical Program Manager, I was already doing the work of a Technical Program Manager. I didn’t even realize it.

I was working at ExxonMobil in the very clearly defined role (not) of Advanced Systems Analyst II. The longer I was at that company, the more I realized that my strengths didn’t fit neatly into any single defined or respected role at ExxonMobil.

I felt like I had all these great strengths, but couldn’t effectively map them to the career ladder. It felt like the things I was good at didn’t matter.

This was a problem.

It was impossible for me to cast a vision of my career path at the company. This was one of the big reasons I left ExxonMobil.

After a year-long job hunt, I discovered the TPM role and felt like I had struck gold when I was offered a position at Twitter.

I felt seen. I felt understood.

For the first time, I felt like I was in a role that recognized my strengths.

Although Twitter recognized the TPM role, I realized that the role was still not well understood. Role expectations kept shifting person to person.

Also, I couldn’t clearly explain my role as a TPM either.

Why is it so hard to define a TPM??

Explaining what a TPM does is like trying to describe a Rube Goldberg machine to someone who’s never seen one—there’s a lot of moving parts, and the end result is important, but good luck summarizing it in a few words.

(Don’t know what a Rube Goldberg machine is? Enjoy watching this one featured in a music video by OK go, This Too Shall Pass)

The role is a blend of project manager, translator, negotiator, and firefighter, all rolled into one. Some days you even feel like therapist. It’s hard to pin down because you’re doing a bit of everything—keeping projects on track, aligning teams that see the world differently, and solving problems that no one else even sees coming.

In the end, it’s the kind of job where people know you’re essential, even if they’re not entirely sure what you do.

Focus on the outcomes

If you try describe your role as a TPM based on the activities you do, confusion follows. There’s too much variety of activity.

But what if you could explain all of your activities as a TPM by finding a few common threads in all of those activities. Sound promising?

Your role as a TPM is to drive outcomes. Explaining your role is no different. Focus on outcomes.

I’m not talking about outcomes of the program specifically, that’ll change too much.

I’m talking about the outcomes on program execution with you involved.

A framework to explain your role as a TPM: Driving CAPE

As a TPM, you don’t just oversee; you actively propel the project forward by focusing on what truly matters. You drive outcomes.

Much like the chaotic and unpredictable nature of city driving (mainly the other drivers), project execution is a wild landscape with extremely limited predictability.

You’re the driver on that road of project execution.

You drive things so that you can influence the probability of program outcome success.

But what things? You Drive CAPE.

Clarity.

Alignment.

Progress.

Efficiency.

Driving Clarity.

Clarity is where it starts. With no clarity, there is no alignment and no real progress. Think of it like the “top funnel” of successful execution. Some examples:

• Driving clarity around strategic intent. Do we really know why we are doing X or Y?

• Driving clarity on product requirements. Do we really understand the definition of done?

• Driving clarity on measurement. Do we know how to measure success?

• Drive clarity on risk severity. Do we truly understand risk X and Y and what it means for the business or program?

• And so on…

But it can’t stop there. Clarity doesn’t inherently mean everyone has the same level of clarity.

Driving Alignment.

We have clarity. That’s good. But does everyone else have that same level of clarity?

• Drive alignment on the foundational clarity from the top of the funnel. Do we share the vision and what it means to be successful?

• Drive alignment on timing of cross-functional needs. Have we aligned the timing of delivery across all teams?

• Drive alignment on which biggest issues need the most focus. Are we collectively attacking the biggest risks?

• And so on…

But what good is clarity and alignment if we aren’t doing anything about it? Progress is where it begins to count.

Driving Progress.

We have clarity and alignment—great. But are we turning that into action?

• Drive progress with actionable tickets. Does the work have proper, approved owners?

• Drive progress on project health. Are we moving away from an at-risk state and towards an on-track state?

• Drive actual outcomes. Are we launching or landing the features to the right customers at the right time?

• And so on…

Progress may be happening, but how long can we keep operating like this?

Driving Efficiency.

We have clarity. We have alignment. We’re making progress. But are we doing it in a way that is efficient and sustainable? Or are we breaking our backs with a one-time effort that is never possible again?

• Challenge the status quo when friction unnecessarily slows us down. Are we really operating in the best way possible?

• Drive standardization where it makes sense. Can we all dance the same dance to get things done?

• Drive metrics on process effectiveness. How well do we really measure our operations?

• and so on…

Elevator Pitch

In short, ‘Driving CAPE’ is how you frame your role as a TPM. It’s a simple, effective way to explain what you do.

Take your pick of elevator pitch flavors for the next time you need to succinctly explain your role as a TPM (whether you have the title of TPM or not):

So the next time someone asks what you do, remember: you drive CAPE, and that makes all the difference.

A word from today’s Sponsor.

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People

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Resources

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