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Technical Program Manager's Handbook

You're reading from  Technical Program Manager's Handbook

Product type Book
Published in Dec 2022
Publisher Packt
ISBN-13 9781804613559
Pages 214 pages
Edition 1st Edition
Languages
Author (1):
Joshua Alan Teter Joshua Alan Teter
Profile icon Joshua Alan Teter

Table of Contents (19) Chapters

Preface 1. Part 1: What is a Technical Program Manager?
2. Chapter 1: Fundamentals of a Technical Program Manager 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

Tracking a program

A program has the same key management areas as a project and each one has additional aspects to consider given the larger scope and impact. We’ll touch on each of these key management areas:

  • Program planning
  • Risk management
  • Stakeholder management

Program planning

Regardless of how the program came to be, the key requirements in the planning stage remain the same. The reason that a program exists is to facilitate multiple projects in achieving a common set of goals. The most important step for a program is to define a common set of goals.

If the program is being created from the beginning and no project has started, this is a straightforward task as the requirements as a whole will tell you what the end goals will be. Each project would then take a subset of these requirements to form its own goals. In the case of the Mercury program, the requirements stated that the Mercury application needed to be available to 90% of the user...

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